Artificial intelligence is changing the way companies work, but CEOs are clear on one thing. Success will go not to the people who just know the technology but to the ones who can roll with change. Curiosity, emotional intelligence, and adaptability now outweigh technical skills as the attributes that really make a difference in the workplace.
A recent Deloitte survey of 69 CEOs across 19 industries offers a striking insight. Even as companies ramp up AI adoption, the skills leaders value most remain very human. Growth mindset comes first at 33%, followed by emotional intelligence at 27%, and adaptability at 21%. Technical skills come fourth at just 16%.
What this shows is something simple but profound. Machines can do tasks, crunch numbers, and run models, but they cannot inspire teams, navigate uncertainty, or help people adapt. And that, it turns out, is exactly what makes a workforce valuable.
Where AI Makes a Difference
CEOs expect AI to influence many parts of their businesses over the next few years, especially core processes where 45% expect significant impact, and resource allocation where 44% anticipate meaningful shifts. About 22% see AI shaping long-term vision.
Yet deal-making and risk management remain firmly human. Relationships, judgement, and intuition continue to matter, and no technology is close to replicating them. This is a reminder that technology is a tool, not a replacement for the human touch.
What Really Matters
When asked which skills are most important in an AI-driven world, CEOs point to qualities machines cannot copy. Growth mindset, the drive to learn, ask questions, and keep exploring, tops the list at 33%. It is not enough to know the tools. Employees need the curiosity to pick up new ones before being told to.
Emotional intelligence comes next at 27%. This covers empathy, collaboration, and the ability to navigate team dynamics. Machines can provide data, but humans interpret it, persuade others, and guide decisions. Adaptability ranks third at 21% and reflects the ability to adjust and experiment when old approaches stop working. Flexibility in practice is what keeps companies moving forward. Technical skills are still important, but they are no longer the defining factor for impact or leadership potential.
“With renewed optimism this fall, CEOs are focused on stability and growth. After months of uncertainty around policy and economic shifts, they’re recalibrating to cut costs where needed, strengthen supply chains, and apply AI to boost efficiency and resilience.” Jason Girzadas, CEO, Deloitte US
Taken together,it seems that organisations are not looking for people who just operate tools, they want employees who can grow with the company, who can evolve alongside new systems and processes, and who can maintain cohesion when uncertainty hits.
A Responsible Use of AI
CEOs recognise that technology needs guardrails. 69% are putting clear policies in place, and more than half focus on fostering a culture of ethical AI. Dedicated ethics committees are less common, with just 36% forming boards specifically for AI oversight. Most leaders appear to be trying to embed responsibility into everyday work rather than siloing it.
Culture shapes behaviour in the space between rules. A workforce that routinely considers ethics will handle AI more safely and effectively than one that relies only on audits and oversight.
Measuring What Matters
CEOs track AI success primarily through operational efficiency, with 84% reporting this as a key measure, and employee adoption at 64%, reflecting real concern about workforce readiness and engagement. Customer satisfaction comes next at 55%, followed by enhanced decision-making and strategic insights at 42%, and only 33% consider revenue impact.
This reveals something important. Leaders are focused on practical results first. Technology only delivers value if people use it and if it improves customer experience. Top-line growth is secondary. Getting the fundamentals right is where most companies see real returns.
Rethinking Talent
Prioritising human skills forces a rethink of hiring and development. Curiosity, adaptability, and emotional intelligence are notoriously difficult to assess through interviews or traditional certifications.
Some organisations are experimenting with rotating employees through unfamiliar roles to spark adaptability. Others form cross-functional teams to tackle novel problems or focus on hands-on, experiential learning rather than classroom-style training.
Non-linear career paths and resilience through challenges often indicate exactly the skills CEOs now prize, even when technical credentials are modest. Employees who have navigated change successfully tend to adapt more quickly and contribute more meaningfully.
Leading Through Change
CEOs consistently point to the pace of change as their biggest challenge. One noted an unprecedented degree of simultaneous change, while another described their core task as balancing the cultivation of a change-ready culture while technology continues to advance.
The gap between technological capability and human readiness creates real tension. AI evolves fast, while people need time to adapt, learn, and build confidence. Leaders who foster curiosity, adaptability, and emotional intelligence help teams bridge that gap.
Despite uncertainty, optimism is rebounding. Company performance expectations have risen from 60% to 71%, and industry outlooks from 32% to 47% since spring 2025. Leaders are moving from reactive caution to proactive planning.
Stability and Adaptation
Most organisations are striking a careful balance. Over 60% plan to maintain current investment, while 80% anticipate cost reductions and 64% expect price adjustments. Supply chains are being diversified rather than entirely reshored.
This approach is pragmatic. Protecting core capabilities while managing risk and adapting gradually helps employees stay engaged. Leadership is less about chasing every trend and more about keeping people ready for what comes next.